Industrialization,Productivity and the Shift to Services and Information

All major world economies are exhibiting a shift from products to services in terms of relative share of GNP and employment. A well accepted explanation for this shift to services has been the lower productivity growth in services relative to manufacturing. A second trend visible in the United States and other advanced economies is that from material‐intensive to information‐intensive sectors with the latter growing relative to the former. There does not seem to be a generally accepted explanation for this shift; in fact, here it would appear that productivity in information‐intensive sectors is increasing. We construct a model of an economy with endogenous production and consumption decisions by utility maximizing individuals. We show that differential productivity changes can result in either relative growth or decline of a sector. A second factor affecting the direction of change is the degree to which consumption of sector outputs approaches satiation. When marginal utility of additional consumption drops sufficiently low, productivity increases can lead to declines in the relative size and share of, and employment in the sector. Concurrently, increases in productivity increase average wealth as expected, but income inequality can either increase or decrease.     

Human resource development at the University of Minnesota-Twin Cities: origins and international growth

This article provides an overview of the history and current status of graduate and undergraduate Human Resource Development (HRD) programs at the University of Minnesota. The HRD program at the UMN is situated within the Department of Organizational Leadership, Policy, and Development of the College of Education and Human Development. The program offers undergraduate, master’s, and PhD degrees, and is characterized by healthy enrollment numbers and a strong alumni base, both nationally and internationally. The UMN HRD program has a long history of significant contributions to the development of HRD with research and strong education programs which continue to influence the academic field and professional field of practice in the U.S. and internationally.     

Development of dual technology roadmap (TRM) for open innovation: Structure and typology

Today, innovation is no longer viewed as taking place within a single firm – but opening up the innovation process is still not a simple task. In open innovation, the mechanisms of incorporating external resources into the development process need to be carefully managed. This paper suggests a dual technology roadmap (TRM) that considers both internal and external firms. First, we introduce the concept of a dual TRM that considers partner resources as well as internal resources. Second, we suggest the structure of a dual TRM that uses dual planning objects. Third, three types of dual TRM are suggested, with three case examples.     

MRP system performance under lumpy demand environments

Material requirements planning (MRP) systems are deemed to deal with master schedules with lumpy demand patterns better than any other production scheduling system. Past studies have advocated important advantages of using MRP systems. The objective of this paper is to look into the impact of patterns of demand lumpiness on the performance of MRP systems by a simulation study. Results show that there is an important threshold point in terms of degree of lumpiness at which MRP system performance starts to deteriorate in the operating conditions considered. If master production schedules (MPS) can be controlled by manufacturers, MRP users should exercise caution to introduce demand lumpiness in MPS to improve system performance. If not, MRP users should then examine the given lumpiness and choose an appropriate lot-sizing rule that has been shown to take advantage of the effect of demand lumpiness.     

Manufacturing cycle time reduction using balance control in the semiconductor fabrication line

In semiconductor manufacturing, wafer fabrication is the most complicated and important process, and is composed of several hundred process steps and involves several hundred machines. The productivity of the manufacturing process depends mainly on controlling the balance of WIP (work-inprogress) flow to achieve maximum throughput under short manufacturing cycle times. This paper discusses how to determine the proper WIP level for operations, against which balance status can be measured. Balance measurement can be applied in mathematical modelling for bottleneck scheduling and operations management of the fabrication line. Performances are evaluated through computational experiments to show that balance driven management leads to 15-33% more production in 21% shorter manufacturing cycle time than production driven management.     

A heuristic algorithm for minimizing maintenance workforce level

We develop a heuristic algorithm for minimizing the workforce level required to accommodate all the maintenance jobs requested within a specific time interval. Each maintenance job has its own release and due dates as well as the required man-days, and must be scheduled in a noninterrupted time interval, i.e. without preemption. However, the duration of each job is not fixed, but to be determined within a specific range. We show that this problem can be seen as a variant of the two-dimensional bin-packing problem with some additional constraints. We develop a non-linear mixed integer programming model for the proposed problem, and employ some well-known bin-packing algorithms to develop an efficient heuristic algorithm. In order to evaluate the performance of the proposed heuristic, we present a computationally efficient scheme for getting a good lower bound for the actual minimum. The computational experiment shows that the proposed heuristic algorithm performs quite satisfactorily in practice.     

How power relations structure the evaluation process for HRD Programmes

Centring on the impact of power and politics embedded in the evaluation of training programmes, this study aimed to understand how organizational power relations affect the evaluation process for a training programme. A qualitative case study for the managerial leadership development programme of a Korean insurance company was designed. The HRD practitioners held control throughout the evaluation, and their dominant power was maintained and reproduced by other stakeholders' recognition of their expertise in training and development area. However, due to the structural relationship between the HRD unit and the corporate management, the HRD practitioners perceived themselves as marginalized. Unequal power relations were sustained in the evaluation mostly by stakeholders' self-regulation of their conduct in terms of norms, standards and expectations about their roles. This study found that despite the immense criticism of reaction measures, their continuing use in evaluation could be traced to their meaning as a political bargaining tool.